5
MANAGEMENT DEVELOPMENT PROGRAMME
The Ten Core Competencies
of Club Management
The general manager of a club has a wide range of responsibilities
and the expectations of members and visitors are growing and
changing constantly. By analysis, the CMAE believes the components
of successful club management can be defined by the following core
competencies of a club manager:
CLUB
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GOVERNANCE
History of private clubs
Types of private clubs
Membership types
Club rules & regulations
Policy formation
Committee roles & responsibilities
The general manager
Career development
FOOD
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AND BEVERAGE MANAGEMENT
Service standards
Menu development
Functions and themed events
Nutrition and food science
Equipment
Pricing concepts
F & B personnel
Ordering / receiving / controls / inventory
Wine list development
F & B trends
ACCOUNTING AND FINANCIAL MANAGEMENT
o Principles of club accounting
o Financing capital projects
o Audits
o Budgeting and financial analysis
o Tax for clubs
o Computing and software systems
o Cash flow forecasting
o Office administration
o Salaries and benefits administration
o Long-range financial planning
HUMAN AND PROFESSIONAL RESOURCES
o Employee relations
o Time management
o Management styles
o Stress management
o Organisational development
o Work-life balance
o Club job descriptions
STRATEGY AND LEADERSHIP
o Strategic planning for clubs
o Effective negotiation
o Member contact skills
o The manager as a leader
o The dynamics of teams
INTER-PERSONAL SKILLS
o Communication skills
o Conducting presentations
o Responding to conflict
o Evaluation and acceptance of responsibilities
o Working harmoniously with others
MEMBERSHIP AND MARKETING
o In-house publications
o Media relations
o Membership acquisition and retention
o Marketing strategies for clubs
o Marketing planning
GOLF,
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SPORTS AND RECREATION MANAGEMENT
Golf operations
Golf course management
Tennis / health & fitness / & other sports
Locker room management
FACILITIES MANAGEMENT
o Preventative maintenance
o Housekeeping
o Insurance & risk management
o Security
o Business continuity
o Project management
o Managing contractors
o Energy and resource management
STATUTORY COMPLIANCE
o Legislation
o Data protection
o Regulatory agencies
o Club law
o Economic theory
o Alcohol regulation
A recent study by Bournemouth University, in the UK, validated
these ten core competencies as being appropriate and relevant
to club managers in the 21st century. A copy of this report can be
downloaded from the CMAE website – www.cmaeurope.org
It is important to acknowledge that a Club Committee or Owner
should not believe a club manager to be an ‘expert’ in all ten
competencies, but they will expect their manager to have a thorough
working knowledge of all ten. Typically, club managers will be an
‘expert’ in two of three of these competencies, but they must also
fully understand the other areas if they want to be regarded as a
competent club manager.